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گزارشي از شركت هيات ايراني در
XXI IASP World Conferenceon Science and Technology Parks
Regional Attractiveness in the Knowledge Economy
Bergamo, Italy20-23 September 2004
محمدصالح اولياء، پارك علم وفناوري يزد
مهدي كشميري، شهرك علمي و تحقيقاتي اصفهان
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فهرست
كارگاه آموزشيكنفرانسمجمع عمومي
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كارگاه آموزشي
Efficient Management of Science & Technology Parks
40 attendants from 26 countries
6 Sessions
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Science &Technology Parks
An overview of their history, models and role
Luis Sanz. Director General. IASP
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UKSPA definition
A Science Park is a business support initiative whose main aim is to encourage and support the start-up and incubation of innovative, high-growth, technology-based businesses through the provision of: infrastructure and support services including collaborative links with economic development agencies; formal and operational links with centres of excellence such as universities, higher education institutions and research establishments; management support actively engaged in the transfer of technology and business skills to small and medium-sized enterprises.
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4 key concepts to begin with
STPs: tools for the creation of wealth.STPs: have a social role.STPs: management-intensive.STPs are not about science, but about business.
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STPs: common features
Restrictive admission criteria. Quality of site and infrastructures. Environmental-minded.
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The STP triangle
STP
University
Site
Com
panies
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Evolution of STPs
CaliforniaRest of The USA
EuropeJapan
Asia-PacificLatin America
´50 ´60 ´70 ´80 ´90
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Value added services
Management
Knowledgesources
Company creation
Quality space
Company attraction
Territorial influence
Elements of a Science Park
The “Park onion”
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STPs: location
STPs are a urban phenomenon In cities: 75% Near cities: 24% Rural: 1%
In small cities: 44% (50,000 – 500,000 inhabitants)
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STPs: location
STPs on a University campus: 27% Land owned by univ. (but not campus):
17% Elsewhere: 50% NA: 6%
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STPs: sizes
Small: 51% Mid/small: 21% Mid/big: 6% Big: 20% NA: 2%
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STP services matrix
Common services
Value-added services
Provided by the STP
Provided by 3rd parties
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Services:a few crucial questions
Which services must a STP offer? Which ones must we provide
ourselves? Which ones may we outsource? How to ensure the quality of
outsourced services? When must each service be
implemented?
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STP services: examples
COMMON SERVICES: Auditorium Banking Cafeteria, restaurant Catering Facilities maintenance Hotel Kindergarten Medical care services Meeting rooms Transportation Secretarial services Security Videoconference Travel agency
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STP services: examples
VALUE-ADDED SERVICES: Access to venture/seed capital funds Brokerage Corporate relocation assistance IP consulting Lab facilities / equipment Management support services Internationalisation services Commercialisation of technology Training
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STP management team
General Manager Commercial area Facilities and maintenance Informatics and IT area Services / projects Technology advisors, consultants Financial dept. Secretariat, administration dept.
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A few thoughts…
STPs are about business, not science. STPs are medium/long term projects. STPs are not real estate operations, but
have to do RE operations. STPs: the project of a community, not
of a government or a political party. STPs must be locally rooted but global-
minded.
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The Case of Mjärdevi Science Park, Linköping,
Sweden
Sten Gunnar JohanssonCEO, Mjärdevi Science Park AB
www.mjardevi.se
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Mjärdevi Science Park
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Growth of MSP 1984 – 2004
Office space
190 000 sqm
180 000 sqm
125 000 sqm
69 000 sqm
8 000 sqm
2004
2002
1996
1990
1984 6 Companies150 Employees
45 Companies900 Employees
110 Companies3 000 Employees
170 Companies4 500 Employees
180 Companies 4 000 Employees
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Areas of Excellence
‣ Telecommunication
‣ Software and System Development
‣ Home Communication
‣ Electronics
‣ Vehicle Safety…and Life Science Technologies
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Types of Companies
Swedish Sub-sidiaries 25%
UniversitySpinoffs 38%
Second Generation 6%CompanySpinouts 15%
Foreign Sub-sidiaries 6%
Local Service & Support 10%
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Size of Companiesin Numbers of Employees
61 %
< 5 Employees
29 % 5 – 20 Employees
7 % 21– 100 Employees
3 % > 100 Employees
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Networking – the Key to Succes
Swedepark/IASP
NUTEK/VINNOVA
RegionalGovernment
Chamber ofCommerce
City of Linköping
LinköpingUniversity
Banks and VCorganisations
Swedish Trade Council
PropertyOwners
East SwedenDevelopment
Agency
TechnologyBridge
Foundation
ALMI
Centre forInnovation and
Entrepreneurship
UniversityHolding
SMIL – Business
Development inLinköping
MjärdeviSciencePark AB
MjärdeviBusinessIncubator
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Company Support
IncubatorProgramme
EntrepreneurshipProgramme
Mentorship
Seed and Venture Capital
PR andCommunication
Business Development
InternationalCooperation
UniversityCooperation
Projects, Networks,
Forums
Creative Methods ”Crearum”
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Lessons from Surrey Research Park
Defining the objectives for any development
Having Strong Management Having a Clear Understanding of
the Kinds of Companies Eligible for Park
Maintaining a Focus on Providing for these Occupiers
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كنفرانس
• Delegates From Over 50 Countries • 450 People• 37 Presentations• 4 papers from Iran, 2 presented
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Attractiveness
Globalization of R&D Mobile Firms Critical Mass Improve Competitiveness through
Territorial Quality and Public Service Efficiency
International Networking
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Third Generation Science Parks
First generation: Science Push Second Generation: Market Pull Third Generation:
Science-Industry-Government Relations Urbanized Nature Socio-Economic Activities Cluster-Oriented “Interactive Innovation”
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New Trends in Europe
• Globalisation• Re-positioning Of Activities On Higher
Added Value Segments• Integrated Parks• News Forms Of Public-private
Partnerships
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Latvia Experience
need for new initiatives to revitalize existing and/or formation of new STPs
Existing STPs have little or no capacity to deal neither with local companies nor attract foreign players
Private sector involvement is crucial Public Private Partnership model should be
exploited as a tool for successful development of new STPs
Not just transit but also migration policy especially with CIS countries should be reviewed on political level
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34
Retention is a matter of needs whereas attraction is more one of desires Proper marketsales in satisfying needs before desires, a strategic innovation planner will achieve his vision and attain his desires Retention does not get enough attention or even respect Overlooking the social and economic costs of [trying] to land the Big Fish. Retaining existing businesses generates a greater economic benefit “Attracting what you need” remains a better option than “attracting what you want”
Business Attraction vs. Business Retention
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مجمع عمومي
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كار مجمع دستورعمومی
گذشته سال مالی گزارش جدید اعضای Boardانتخاب جدید اعضای غربی آسیای جدید مسئول معرفی در جدید اعضای IASPمعرفی و یزد بودن کامل عضو پارک Affiliateاعالم بودن
تهران دانشگاه فناوری میشود قطع آنها عضویت که مجموعههایی اسامی اعالم
عضویت حق پرداخت عدم دلیل به آتی کنفرانسهای برگزاری کاندیداهای معرفی
اسپانیا: 2007جهانی ایران: 2006آسیایی
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New IASP International BoardExecutive Board:
President: Raivo Tamkivi (Estonia).Vice-President: Chachanat Thebtaranonth (Thailand).Treasurer: Pierre Bélanger (Canada).
Regional Division Presidents:Asia-Pacific: Chachanat Thebtaranonth (Thailand).Europe: Mauri Lazkano (Spain).Latin America: Mauricio Guedes (Rio de Janeiro Science Park).North America: Pierre Bélanger (Laval Technopole, Canada).West Asia: Mehdi Keshmiri (Isfahan Science Town, Iran).
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نشست داخلیBoard
گذشته سال مالی گزارش عمومی مجمع برنامه تنظیم سال کنفرانس برگزاری مشکالت گزارش
چین 2005 در همکاریهای پیشرفت و IASPگزارش
AURP عضویت حق خصوص در جدید مصوبه چند
) باالسری) و تاخیر در پرداخت اضافه حذفبه کنفرانسها درآمدهای از IASPکه
از ) افزایش میشود به 6پرداخت 10درصددرصد(
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محل برگزاري